Launch of Pistoia Alliance Chemical Safety Library powered by new CAS platform

Columbus, OH and Boston, MA – (October 19th, 2020):  CAS, a division of the American Chemical Society specializing in scientific information solutions, and the Pistoia Alliance, a global non-profit that works to lower barriers to innovation in life science and healthcare R&D, today announced the launch of a new Pistoia Alliance Chemical Safety Library platform. This resource aims to mitigate the serious risks researchers working with potentially hazardous chemicals face due to unanticipated chemical reaction outcomes by enabling scientists to access and share hazardous reaction information drawn from real-life laboratory experiences. The new open access platform, developed and hosted by CAS, supports industry efforts to increase the safety of workers in the lab by facilitating data sharing across the global chemical enterprise. “We have a duty to ensure the health and safety of researchers dedicating their lives to delivering breakthrough innovations,” said Carmen Nitsche, General Manager Cambridge Crystallography Data Centre and Chair, Chemical Safety Library Advisory Panel, “The Chemical Safety Library fulfils an important need and adds a key component to our safety toolbox.”

 

The enhancement of this unique resource, originally launched by the Pistoia Alliance as a prototype in 2017, was made possible through a partnership between the Pistoia Alliance and CAS announced earlier this year. “CAS is committed to empowering researchers with the information they need to be successful in each phase of the innovation journey, and supporting laboratory safety is a crucial part of that,” said CAS President Manuel Guzman. “We are proud to contribute our technology capabilities and expertise in scientific information management to develop and grow this critical resource that has tremendous potential to eliminate repeat incidents by making this critical information more widely and readily available.”

 

The new platform allows researchers from across academia, industry and government institutions to access chemical safety incident information and confidently submit new hazardous reaction data. R&D organizations can also integrate the full library content into their knowledge centers and internal laboratory safety workflows. Reaction incident information is reviewed by an advisory panel including experts from ACS, CAS and the Pistoia Alliance management, as well as Pistoia Alliance member companies and outside experts.

 

“By providing researchers access to real world incident data, the Chemical Safety Library will prevent avoidable laboratory accidents every day,” noted Dr. Steve Arlington, President of the Pistoia Alliance. “I encourage researchers around the world to use this resource, make others aware of it and contribute to improving the safety of the chemical research community as a whole by sharing their experiences through the platform to protect others.”

 

Please visit the new Chemical Safety Library platform and for more information, visit our about page.

 

 

About CAS

CAS, a division of the American Chemical Society specializing in scientific information solutions, partners with R&D organizations globally to provide actionable insights that help them plan, innovate, protect their innovations, and predict how new markets and opportunities will evolve. Scientists, patent professionals and business leaders rely on CAS solutions and services to advise discovery and strategy. With more than 110 years’ experience, no one knows more about scientific information than CAS. For more information, please visit www.cas.org.

 

About The Pistoia Alliance

The Pistoia Alliance is a global, not-for-profit members’ organization made up of life science and healthcare companies, technology and service providers, publishers, and academic and patient groups working to lower barriers to innovation in R&D. It was conceived in 2007 and incorporated in 2009 by representatives of AstraZeneca, GSK, Novartis and Pfizer who met at a conference in Pistoia, Italy. Its projects transform R&D through pre-competitive collaboration. It overcomes common R&D obstacles by identifying the root causes, developing standards and best practices, sharing pre-competitive data and knowledge, and implementing technology pilots. There are currently over 150 member companies; members collaborate on projects that generate significant value for the worldwide life sciences R&D community, using The Pistoia Alliance’s proven framework for open innovation. For more information, please visit www.pistoiaalliance.org.

 

Media Contacts

Spark Communications
+44 207 436 0420
Contact Us

Pistoia Alliance Launches Seed Fund to Drive Biopharma and Healthcare Innovation

Boston, 7 October 2020: The Pistoia Alliance, a global, not-for-profit alliance that works to lower barriers to innovation in life science and healthcare R&D, today launched its new Innovation Seed Fund to finance early stage concepts in biopharma and healthcare. It aims to fund three to four new projects per year into research, prototypes, and proof of concepts (POC), lowering the risks of innovation for all stakeholders, while accelerating pre-competitive collaboration in R&D.

 

“The Innovation Seed Fund enables us to help organizations bring together the skills and funding they need to start new initiatives in healthcare and biopharma R&D regardless of their size, lowering the risks for the whole industry,” commented Dr. Steve Arlington, President of the Pistoia Alliance. “This is a great opportunity for us to support companies and patient-led groups exploring new ideas and will give Pistoia Alliance members visibility of unique and interesting initiatives. By enabling more POCs to be created from early stage ideas we hope it will allow many to reach the point where they can go on to gain venture capital investment or further momentum within our community. Currently, countless great ideas never reach fruition as innovators don’t have the initial funds to develop a POC.”

 

The Innovation Seed Fund will concentrate on ideas that align with one or more of its strategic areas of focus, including: empowering patients, emerging science and technology, R&D productivity and data standards and regulatory. The Pistoia Alliance Innovation Seed Fund has already received a number of innovative proposals that help patients gain more control over their healthcare journeys. Innovations such as new ways of conducting clinical trials are in demand by industry and patients alike; for example initiatives like wearable devices for clinical trials; connecting patients directly to clinical trials and the pharmaceutical industry as a whole; diagnostics in the home, and telemedicine aids. Projects such as these highlight the importance and value of the Alliance’s connected ecosystem of biopharma and healthcare members.

 

“The Innovation Seed Fund is to help advance ideas, develop strong business cases, and drive wider membership engagement into these projects,” commented Kathy Gibson, Innovation and Investment Advisor at Pistoia Alliance. “In this digital age there are so many opportunities to enhance the patient experience, this fund helps to make these initiatives feasible, lowering the risk and costs for individual businesses. On average, a quarter of startups fail in the first year, the Alliance is dedicated to preventing this from happening to innovations that can empower patients and improve healthcare and biopharma for all.”

 

The Pistoia Alliance has a great track record of helping innovative startups through its President’s Challenge. In the past four years, 20 finalists have gone on to raise more than $45 million in funding and employ over 200 people in the life sciences industry. To find out more about the fund or to pitch your idea please contact Kathy Gibson via innovate@pistoiaalliance.org.

 

About The Pistoia Alliance:

The Pistoia Alliance is a global, not-for-profit members’ organization made up of life science companies, technology and service providers, publishers, and academic groups working to lower barriers to innovation in life science and healthcare R&D. It was conceived in 2007 and incorporated in 2009 by representatives of AstraZeneca, GSK, Novartis and Pfizer who met at a conference in Pistoia, Italy. Its projects transform R&D through pre-competitive collaboration. It overcomes common R&D obstacles by identifying the root causes, developing standards and best practices, sharing pre-competitive data and knowledge, and implementing technology pilots. There are currently over 150 member companies; members collaborate on projects that generate significant value for the worldwide life sciences R&D community, using The Pistoia Alliance’s proven framework for open innovation.

Media Contacts

Spark Communications
+44 207 436 0420
Contact Us

The Pistoia Alliance Announces Registrations are Open for its Virtual Conference Week

Boston, September 23 2020: The Pistoia Alliance, a global, not-for-profit alliance that works to lower barriers to innovation in life science and healthcare R&D, today announced it has opened registration for its annual October conference. Held virtually this year, the conference comprises keynote presentations from industry leaders at organisations including Novartis and Roche. This is in addition to virtual networking opportunities and panel discussions on key industry topics such as the research collaboration around COVID-19, including vaccine development and diagnostics, in silico drug development and digital placebos. Stakeholders in life sciences and healthcare from all over the world can now register for this free week-long event, starting on October 19, here.
 

Keynote speakers include:

  • Jay Bradner, President, Novartis Institute for Biomedical Research
  • Merdad Parsey, EVP and Chief Medical Officer, Gilead Sciences
  • Andrew Plump, President, Research & Development, Takeda Pharmaceutical Company
  • Thomas Hudson, SVP, R&D and Chief Scientific Officer, AbbVie
  • Bryn Roberts, SVP, Global Head of Operations for Pharma Research & Early Development, Roche

 

Since it was founded over a decade ago, The Pistoia Alliance has operated as a virtual organisation, with the tools and platforms in place to ensure geographical location does not hamper collaboration. This includes online idea sharing and communications platforms for members and a regular programme of webinars and online educational workshops. This October conference builds on the success of the previous week of virtual events in June, which featured topics such as virtual clinical trials and FAIR ontologies mapping.

 

“We strongly believe the focus of R&D innovation should be on science, not geography,” commented Dr. Steve Arlington, President of The Pistoia Alliance. “Brexit and increasing country-centric policies globally have accelerated our commitment to ensuring that our members from all over the world can collaborate and innovate across borders. Offering a virtual format for everything we do is becoming ever more important, not just because of COVID-19, as ideas can be more easily shared and are accessible for all. This is crucial as our members are working closely together to combat COVID-19 and mitigate its impacts, and we hope this conference will help them prepare for what could be another challenging year – as well as be inspired by workshops on many of the future innovations that will change our industry for the better.”

 

The conference will feature a range of workshops and roundtables essential to anyone with an interest in life sciences. Sessions include, “R&D Leader Roundtable: Collaboration in Practice – learnings from COVID,” “How Can Digitised Data Improve Patient Outcomes and Enable Drug Discovery?” and “Challenges of Clinical Trial Design in a Pandemic.” In line with The Pistoia Alliance’s strategy refresh, there will be a particular focus on healthcare, including sessions on patient centricity, digital placebos, and digitising health data. The final day of the conference week will be dedicated to the Alliance’s projects and will include news of significant developments for the following initiatives:

 

  • Centre of Excellence in Artificial Intelligence and Machine Learning (AI/ML)
  • FAIR Implementation for Life Science Industry
  • Hierarchical Editing Language for Macromolecules (HELM)
  • Quality Generation and Ethical Use of Digital Health Data in Clinical Studies

 

“Due to COVID-19, virtual means of collaboration have become the new normal, so it’s great to see The Pistoia Alliance enabling key stakeholders to come together in this way,” commented Zahid Tharia, Conference and Events Lead at The Pistoia Alliance. “Working together has never been more important when it comes to R&D, making innovation and collaboration opportunities like this critical to finding treatments for COVID-19.”
 

The Pistoia Alliance invites anyone with an interest in life sciences or healthcare to come and get involved and register for the conference here.
 

Media Inquiries

Tanya Randall
Communications Lead
Contact Us

Agile UX: Designing Together

When you hear the word “agile” is it just a trendy buzzword to you? Do you find it flexible but risky? Too short-sighted and an excuse not to think ahead? Does it conjure up images of sticky notes, cult-like devotion, and taking itself too seriously?  

Or are you just bored hearing teams wave the banner of agile as a weapon against “corporateness” only to turn the “process” into the same rigor and rote behavior it claims to be the savior of? (Take a moment to do an eye roll.) 

You are not alone. If you’re on an agile team or working towards it as a product owner, user experience (UX) practitioner, or developer you probably suspect “we’re doing it wrong.” (Or possible worse, that you’re doing it 100% right.) 

 And when you add the relatively new discipline of UX to the inherent complex life sciences domain into an agile team — the result can range from chaotic to confusing to frustrating. 

We can also relate. As we started discussing our experiences working to integrate agile and UX in our life sciences companies — it was remarkable how similar our challenges and evolution was in working towards what “really works in the real world.”  

So we’d like to share some of what we learned to help you possibly avoid some of the pitfalls and mistakes we made along the way and provide you with perspective on what “doing it right” means to us and many of our teams. 

Rethinking the role of agile

It has been said that the first step to recovery is acknowledging there’s a problem, so start by asking yourself this simple question:

 “Are we getting the most out of the investment in our team’s time working together every two weeks?” 

 If the answer is anything but “1000% yes… #agile… kumbaya!” there’s room to improve. 

 For many of our “real world” teams, common challenges that often made the answer “no” included issues like: 

  • How do we design and develop at the same time and what is the priority of the items we’re working on?
  • Where do we capture and incorporate user, customer, and stakeholder feedback and ideas?
  • How do we get stakeholder buy-in without constant disruption?
    (sorry, refocus 😉 )
  • How do we communicate with the team (often global and distributed) what exactly it is that we’re building?
  •  

(Re)defining the backlog

The key to overcoming these issues in agile is the backlog. Like the term “agile”, this concept comes with loaded expectations based on people’s roles and experiences. For many agile technical teams, the backlog is simply a list of increments of work for developers defined by a product owner consisting of defined stories that should provide the maximum value to an organization. 

 So how do UX people, customers, stakeholders, and users fit into this typically narrow definition? Let’s simply expand our definition and how we communicate and use our backlog. The backlog is now:

  • The plan for risk-averse executives 
  • The roadmap for customers / clients / buyers
  • The vision for product marketing / owners
  • Our list of planned experiments for scientists and subject matter experts
  • What to research / ideate / create for UX teams
  • What problems we want to solve for users 
  • What we’re building for development teams

 To make this change simpler, we recommend dividing the effort into two types of work and two agile tracks: 

  1. Discovery: Ideas and items not fully fleshed out, described, designed, documented, estimated or tested to the level the team feels confident moving them in to development. These raw plans and ideas can come from any of the roles we mentioned above but it is the sole responsibility of the product owner to add and prioritize what work gets done when.
  2. Development: Items the team decides meets their definition of “ready to develop” as they work through Discovery items.  

 

Because agile teams are self organizing the details of how this process exactly works and what specific artifacts are required may vary by team. (Although ideally some consistency helps make it easier for people to work on other teams and teams to coordinate their activity with other teams.)

The type of work we are doing varies in these tracks but the team should not. Any team member can and should be involved in either track where and when appropriate or necessary.

 Since the development track process is familiar to most people, we’ll focus on how our teams use the Discovery process. 

Designing in cycles 

Just like in any agile exercise the goal during the Discovery track is to iterate through  increments of work — but instead of releasable software we are producing releasable design artifacts again, that meet the team’s definition of “ready to develop.” That definition often includes standards like estimation, heuristic evaluation and usability testing.

The artifacts can include any set of typical UX deliverables the team agrees provides the “minimal viable documentation” to effectively break down and move into active development.

For example, one feature needing to be designed may be very straightforward and require a simple sketch or wireframe and a user story to describe where another risky or complex set of functionality may require the team to do research, prototyping, testing or technical research spikes, etc to deliver. 

 In life sciences, we often find multi-persona user journeys or complex multistep domain-specific processes to be some of the more complex to breakdown, design and describe. We find that in these cases, running the cycles in very short increments and iterating rapidly helps accelerate the design process and build enough of a “backlog of designed stories” for a team to “get ahead” of development. 

 Many teams will also define what success looks like in the Discovery track — typically to be one to two sprints ahead or in some cases a release or milestone ahead. The goal is to avoid “just-in-time” delivery of Discovery artifacts. 

 The ideal scenario is that design artifacts for an increment is completed at least one sprint ahead of when they will be implemented in the normal development process. Again, it is up to the team to decide what is “Ready to develop.” 

In common UX terms, we practice and operationalize “Design Thinking” through this Discovery process. So using this model, let’s describe how our teams work together in this agile Discovery/ Design track. 

 

Building a shared understanding

Though most of what we are describing can work for any agile software team (some term the concept “dual track agile”) this approach is particularly relevant and aligned to concepts in life sciences. We are “experimenting,” creating and validating our “hypotheses,” running “experiments,” and conducting “peer reviews.” We are working together to Build, Measure, and Learn (from Lean UX) how to solve the market, user, and technical challenges of our project. 

In short, the goal of this agile Design and Discovery process is to learn together as a team.

As teams and projects grow, additional roles may expand the group of Discovery contributor like Business analysts, Facilitator / Planner, and UX Researcher, and QA team members. The key question to ask when deciding who should be involved and avoid endless debate and slow progress is: 

 “What are the artifacts that best will help the team achieve the outcome of the sprint and who will be responsible to produce them?” 

 For example a QA lead should be involved to produce a persona-driven test plan for workflow testing. Or a UX Researcher may help add insight based on recent interviews or added by the product owner when a particularly risky feature that may require user interviews and testing is being proposed. 

During the Discovery process, this core group from the team work together through the prioritized list of user stores or ideas identified and prioritized by the product owner using whatever time box is effective. Some teams have workshops and do it all at once, others meet weekly, daily or every few days. Again, it’s agile – so whatever the team decides will be the most productive and yield the best results. 

Exercises we’ve found to be particularly effective in the discovery process to help the team continue to get better at “designing together”:  

Here the UX team is critical in facilitating these sessions and helping guide the team in deciding what exercises might be helpful in a given situation. Create experiences that encourage the team to learn how to learn. And remember the goal is to produce “just enough documentation” that the team what it needs to make progress and remove blockers and obstacles to action. 

Science is about ideas, experimentation and invention

Hopefully the concepts we’ve shared here help you see beyond the agile “hype” and help your teams in life science add experimentation and invention to every sprint.

We’ve found refreshing agile with Discovery / Design sprints gets better ideas from more of the team faster and provides a mechanism to get more real users involved in shaping products and solutions. So go create some great experiences with your agile team!
 

Acknowledgments: We would like to thank our UXLS project members for the healthy discussion and contributions to this article in particular our reviewers Joseph Rossetto and Sven Neumeyer.

Inspirational 2019 UX Conference for the Life Sciences

The User Experience for Life Science team held their 2nd Pistoia Alliance User Experience for Life Sciences Conference on the 8th-9th May 2019 at GSK, Stevenage, UK. It attracted 120 delegates, from over 50 organisations along with some special guests, who gathered for two days of sharing knowledge and hands-on workshops. The conference was designed to foster community collaboration and allow UX practitioners to share best practices in the Life Sciences. In addition to a diversity of talks, a number of hands-on workshops were run alongside the main talks to translate knowledge into practice. This year the conference also had a “new to UX stream” for “non-expert” delegates interested in UX to gain useful insights.

 

Vendor Workshop attendees discussing
Pharma and Vendor workshop delegates discussing key issues.

Conference organisers set out to create a diverse mix of relevant topics over the two days including:

  • Cognitive bias and why it is important
  • Design Ops for the life sciences
  • Design Systems and Teams
  • UX implementation in the life sciences compared to other domains
  • Digital Transformation
  • User testing tips and techniques in the life sciences
  • Various introductory workshops covering UX topics
  • UX considerations for data visualisation
  • Facilitation of UX training in your organisation
  • Design of onboarding experiences

 

The common theme amongst all the presentations were the candidness of the speakers and their passion to help others with similar problems. The breadth and diversity of audience participation also helped to create a community atmosphere of sharing.

 

Pharma and Vendor workshop delegates reviewing proposals brought forth by delegates.

 

During the conference, the UXLS project team, also sought to tackle a common challenge of how to improve the overall user experience of vendor purchased software, especially by Pharma with a panel discussion and also a hands-on workshop. The UXLS project will continue working on this topic using the output generated in this workshop.

 

The feedback received has been overwhelmingly positive and the UXLS project team hope to put on future conferences. 

 

Below are some of the anonymous feedback received:

 

Relevance, variety, quality of talks, venue and facilities left a great overall impression.”

 

“Good balance of talks and workshops for newbies alongside some good theory and method sessions.”

 

“The diversity of experience and passion”

 

The conference would not have been possible without the generous funding from our hosts GSK and sponsors Cognizant, ChemAxon, CCDC and Futureheads.

Sketchnotes by Jenny Cham on UX and Agile

AI in Life Sciences Still Being Held Back by Data Issues and Skills Shortage

Recent Press Release: Boston & London, Wednesday 15 May, 2019

The Pistoia Alliance, a global non-profit that works to lower barriers to innovation in life sciences R&D, today announced new survey results showing access to data (52 percent) and lack of skills (44 percent) are the biggest barriers to the adoption of AI and machine learning (ML). These same issues were also identified by scientists in 2017 – when 24 percent of respondents cited access to data as the biggest challenge to AI adoption, and 30 percent cited lack of skills.  Despite these barriers, use of AI in the life sciences has increased in the past two years, with 70 percent of respondents stating they are using AI, including machine learning and deep learning, in some capacity, up from 44 percent in 2017.

 

“AI has the potential to make a real difference in life sciences, particularly when we look at how data can be used ‘for good’, such as in the drug repurposing datathon we ran with Elsevier earlier this year,” commented Dr Steve Arlington, President of The Pistoia Alliance. “In the life sciences, there is no room for error when it comes to AI, and in order to make the technology work for the industry, we need highly-trained, specialist data experts to meet this challenge. There is now also an abundance of data streams – such as Real World Evidence, clinical trials data, and genomic data, which could have real value in drug discovery and development, as long as we’re able to analyse it. The industry must work closely with academic organisations and educators to highlight these opportunities, and attract the next generation of data scientists.”

 

The survey also highlighted that data quality is another recurring challenge to AI adoption and value; in 2018, 66 percent said data quality was the biggest barrier to using AI in drug design, in 2017, a quarter (26 percent) said it is one of the biggest barriers to all AI projects. Data quality is a problem the life science industry can take immediate steps to address, by ensuring their data complies with the ‘FAIR’ principles; ensuring it is Findable, Accessible, Interoperable and Re-useable. Despite these continuing challenges, less than half (46 percent) of respondents have a team of data scientists in their company dedicated to improving data quality, and only 15 percent said their organisation is planning to build such a team. Given AI adoption in the life sciences looks set to flourish, in order to safeguard patients and reassure regulators, those in the industry must work together to ratify and implement data standards and protocols.

 

“Our research has shown the life science industry is very interested in AI adoption, but that the same issues are still hampering it’s use,” commented Dr Nick Lynch, Strategy Lead for The Pistoia Alliance’s AI Center of Excellence (CoE). “This is why The Pistoia Alliance created our Center of Excellence in AI for Life Sciences. We wanted to provide an opportunity for the industry to work collaboratively on implementing AI successfully, from sharing best practices to collaborating on improving access to quality data – including working to implement standardised data formats that will accelerate adoption. But this won’t happen until we have the life science industry, technology specialists, vendors, and regulators, all in the same ‘room’ and working together to solve the same problems.”

 

The Pistoia Alliance is looking for guidance on the topics it should provide further education and training around, including in its webinar series. Individuals and organisations can provider their suggestions by completing the survey here. This research was conducted via a series of webinars between October 2018 and February 2019 with 190 respondents from the US and Europe.

Join the Center of Excellence for AI in life sciences mailing list here to receive news of events, projects and datathons. For more information on The Pistoia Alliance’s work on AI, please contact Valdimir Makarov.

CoE for AI in Life Sciences – seeks input to future priorities

The Pistoia Alliance is looking at future priorities for our CoE for AI in Life Sciences and Health. Building on the feedback after our recent London workshop Mar 2019 and the webinars & events over the last few months.

Our current list is below and we welcome your views on the priorities here and where you would like to get involved.

 

You can pick your preferences and add new ones by filling in this form

Equally just get in touch with the CoE Project Lead Vladimir Makarov or Nick Lynch

  1. Regulatory landscape for medical devices and pharmaceuticals that rely on AI
  2. Ethics & adoption of AI in Life Sciences & Health
  3. AI/ML Model versioning & the data/model provenance
  4. BioMedical Image processing & Analysis using AI (image feature recognition & quantification)
  5. Flow Cytometry usage
  6. FAIR data, Ontologies & Data Annotation supporting data analysis
  7. Best practices in use of AI in life sciences (e.g. Data quality)
  8. Federated or privacy preserving model building across organisations, secure sharing
  9. Synthetic data for supporting model building in Life Science
  10. Natural Language Processing (NLP) & text extraction
  11. AI in Drug Design (structure optimization, generative drug design/de novo, molecular property prediction, etc)
  12. AI in big data mining
  13. AI supporting Clinical Trials

More new members welcomed in 2018

Since the Q1 2018 the Pistoia Alliance has welcomed the following companies and individuals as new members:

Companies:

Individuals:

  • Melanie Brewer

A complete list of current members can be found here. If you are interested in joining the Pistoia Alliance yourself, all the information you need can be found here.

New members welcomed in Q1 2018

Since the end of 2017 the Pistoia Alliance has welcomed the following companies and individuals as new members:

Companies:

  • Transformative AI
  • Medley Genomics
  • Cubuslab
  • Phenomic AI
  • grit42
  • Discngine
  • MediSapiens
  • Elemental Machines
  • RockStep Solutions

Individuals:

  • Corne Nous
  • Thomas Doerner
  • Chris Morris
  • Gerd Blanke

A complete list of current members can be found here. If you are interested in joining the Pistoia Alliance yourself, all the information you need can be found here.

New members welcomed in Q4 2017

Since mid 2017 the Pistoia Alliance has welcomed the following companies and individuals as new members:

Companies:

  • Congenica
  • Luxoft
  • Bioraft
  • Cyclica
  • Abbvie
  • Arxspan
  • EPAM
  • Vivenics
  • Healthcare Improvement Foundation
  • The HDF Group

Individuals:

  • Jeremy Frey
  • Till Dettmering
  • Francisco Fernandez

A complete list of current members can be found here. If you are interested in joining the Pistoia Alliance yourself, all the information you need can be found here.

New members welcomed in Q4 2017

Since mid 2017 the Pistoia Alliance has welcomed the following companies and individuals as new members:

Companies:

  • Congenica
  • Luxoft
  • Bioraft
  • Cyclica
  • Abbvie
  • Arxspan
  • EPAM
  • Vivenics
  • Healthcare Improvement Foundation
  • The HDF Group

Individuals:

  • Jeremy Frey
  • Till Dettmering
  • Francisco Fernandez

A complete list of current members can be found here. If you are interested in joining the Pistoia Alliance yourself, all the information you need can be found here.

The Pistoia Alliance and Scilligence Announce HELM Web Editor

Boston, January 30, 2017 – The Pistoia Alliance and Scilligence Corporation are pleased to announce the release of the HELM Web Editor which brings HELM’s industry standard biomolecular representation to the browser, greatly enhancing the deployability of the technology for its adopters

As the therapeutic utilization of complex and unique biomolecules has become commonplace in drug discovery R&D, scientists have struggled to represent these entities in their information systems, forcing them to use various “pick and mix” approaches that include multiple nomenclatures and textual descriptions. HELM, the open biomolecular representation standard, has solved this problem by providing a means to represent various types of complex macromolecules (e.g. nucleotides, proteins, antibodies and antibody-drug conjugates) including those that contain non-natural elements such as chemically modified amino acids.

The Pistoia Alliance formalized the HELM notation, originally created by Pfizer scientists as an open standard in early 2013, and publicly released the related software toolkit and editor to the Open Source community. Since its release, HELM has benefited from a growing ecosystem of global adopters and contributors including organizations such as Bristol Myers Squibb, Pfizer, Novartis, Roche, GSK, Ionis, Merck and Co, Scilligence, NextMove Software, ACD/Labs, Arxspan, BioChemfusion, Dassault Systèmes BIOVIA, ChemAxon, Perkin-Elmer, quattro research, EMBL-EBI, NCBI (PubChem) and RDKit.

While the original HELM Applet editor, supporting HELM Notation 1.0 and developed using Java, made it easier for scientists to draw and view macromolecules, technology evolved, leaving the applet unsupported by many browsers. The new HELM Web Editor is completely built on JavaScript, which removes dependencies and increases the compatibilities with modern browsers.

2017 will see further updates to the web editor to add monomer and ruleset management, support for the HELM 2.0 ambiguity features and antibody editing.

As major contributors to this project, Novartis AG and Ionis Pharmaceuticals are adopting the new HELM Web Editor.

Dr. Eric Swayze, Vice President of Chemistry and Neuroscience Drug Discovery at Ionis Pharmaceuticals adds: “The new HELM Web Editor makes it easier for our scientists to adopt the HELM technologies, which helps them to more efficiently represent and register complex chemically modified biomolecules, which facilitates exchange of information within the team.”

Dr. Jinbo Lee, CSO of Scilligence adds: “We appreciate the opportunity working on the project. The new HELM Web Editor’s zero-footprint and enhanced usability will help the scientific community including life-science, academic and technology organizations adopt the HELM standard.”

About Pistoia Alliance

The Pistoia Alliance is a global, not-for-profit members’ organization made up of life science companies, technology and service providers, publishers, and academic groups working to lower barriers to innovation in life science and healthcare R&D. It was conceived in 2007 and incorporated in 2009 by representatives of AstraZeneca, GSK, Novartis and Pfizer who met at a conference in Pistoia, Italy. Its projects transform R&D through pre-competitive collaboration. It overcomes common R&D obstacles by identifying the root causes, developing standards and best practices, sharing pre-competitive data and knowledge, and implementing technology pilots. There are currently over 80 member companies; members collaborate on projects that generate significant value for the worldwide life sciences R&D community, using the Pistoia Alliance’s proven framework for open innovation.

About Scilligence

Scilligence is a leading innovator of web-based cheminformatics and bioinformatics solutions designed for any device, browser, and platform. Scilligence’s tools enhance the knowledge sharing and productivity of researchers in discovery and development of small molecule and biologic therapeutics.

Contact

Krystyana Roman, Marketing Specialist, Scilligence. kroman@scilligence.com, +1 (617) 520-4588

Claire Bellamy, Project Manager, Pistoia Alliance. claire.bellamy@pistoiaalliance.org, +44 7823 470513